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Monitor the Financial Performance of Privately Owned Business

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How can the financial performance of privately owned business be monitored? What are the main ways of monitoring to ensure the sound financial performance of an organization? Make use of examples to illustrate your arguments and answers.

Name: XIE Yang (Jasmine)
Tutor’s name: Diane Marsh
Date: 16/09/2013

Word count: 1403

Introduction
A primary responsibility of any business is to understand the financial situation. With this understanding, the company can run accordingly with management. Shen Yuchu (2005) illustrates that it is significant for the privately-owned firms to understand whether profit status influences performance. “Financial performance is measured by the entity’s ability to generate profit after tax, the accumulated change in retained profits and the entity’s ability to generate positive operating cash flows. These metrics were selected as they are standard techniques employed in the private sector when evaluating the performance of firms” (Aulich. C & Hughes. M, 2013). Financial performance with different ownership may be overseen in different aspects, so privately owned companies should be monitored from a specific perspective. This paper will examine the sound measures to monitor the financial performance in privately owned business. Firstly, some financial measures will be introduced to monitor the performance from the privately-owned nonprofit entities, presenting by a health center in the USA. Next to this, Melbourne Airport will be taken as an example for examining the financial performance in some previous publicly owned companies for-profit after privatization.

In addition, the definition of privately owned business varies widely, including privately-owned firm for-profit, privately-owned firm not-for-profit and privatizing company, covering small and big business (Shen Yuchu et al, 2005). Hence, it is necessary to narrow the targets in this paper. In order to make some typical examples, only privately-owned firm not-for-profit and privatizing company will be discussed in this essay. As a private nonprofit organization, the U.S. Health Resources and Services Administration’ Bureau of Primary Health Care (HRSA/BPHC) represents the privately-owned nonprofit entities. “The finance committee or governing board will usually take the lead in establishing financial measures, their goals and reviewing progress. They will be the primary reviewer of the identified information” (Fishel. L, 2012).

Privately-owned company not-for-profit
To measure the financial performance of HRSA/BPHC, the finance committee adopts some financial criteria, including independent financial audit, interim financial statements, grant application, “trend or other reports that includes the required and any supplemental financial statement measures, financial statement and trend report comments” (Zellweger. T et al, 2006).

More specifically, as the first consideration, independent financial audit is required to work with generally accepted accounting principles. More importantly, the financial statement data is validated by the audit. In addition, the audit makes qualifying statements on its validity. At the same time, the audit handles interim financial statement data and can adjust it. HRSA/BPHC evaluates the financial performance of grantees by audit data.

As the second measure, “the financial statements of a firm represent the usual starting point for any assessment of financial performance. In particular, a valuation of a firm begins with a review of its current financial condition and its recent results” (Bertonèche, M. & Knight, R., 2001). A balance sheet, an activity’s statement and a financial changes’ statement are the main sectors in financial statements. More precisely, in order to calculate the HRSA/BPHC required measures, the capital and the debts in a balance sheet should be divided into present and long-term parts. Besides, “actual, budget and variance columns for both the current and year-to-date amounts are usually included in the interim statement of activity” (Fishel. L, 2012). They are so-called budget performance columns. Furthermore, a statement of changes may replace a statement of net cash flow in financial position.

As the third measure, the procedure of grant application contains the recognition of different aims in various periods, positive and negative conditions and some contributing factors for improving financial performance.

As the fourth concern, in order to perfectly show the operation of different financial statement measure every month, a trend report is necessary monthly. HRSA/BPHC requires not only five required financial performance measures, but also four supplemental financial statement measures. Firstly, as for the required ones, there are “total cost per patient and medical cost per medical visit. These two measures are based on operating data, patients and visits. The rest are change in the net assets as a percent of expense, working capital to monthly expense ratio and long-term debt as percent of net assets. These three financial measures are based solely upon audit or financial statement data” (Fishel. L, 2012). Secondly, as for the supplemental measures, they are months of cash, days in accounts receivable, days in accounts payable and long-term liability to the percentage of fixed capital.

As the last measure, the chief financial officer is in charge of noticing any important issues in the financial statement monthly. This requires a brief written summary about the financial performance and comments about the financial measures.

Therefore, according to the financial reports provided above, these financial statement measures work well to describe the performance this year, the financial position currently and the financial well-being of the health center in a long term. Sometimes, the additional measures are required to be set and evaluated. This health center might be a good example for presenting the privately-owned company non-for-profit to monitor the financial performance by using financial statement data. The next section will evaluate the financial performance of the business for-profit since privatization.

Privatizing company
“Traditionally, major city airports in Australia were owned and operated by the Federal Government. In 1996, the Federal Airports Commission announced that the airports would be privatized by way of divestment” (Aulich. C & Hughes. M, 2013). New measurements might be introduced to monitor whether privatization has influenced the financial performance of previous publicly-owned firm. Financial information which is collected from financial reports for general purpose is usually adopted to consider the financial performance of the privatized airports. Taking the Melbourne airport as an example, in 1997, Australian Pacific Airports, as a privately-owned organization, successfully won the competitive bidding by paying 1.3billion USD for a half-a-century lease with a choice of the next 49 years.

According to the official performance information from Melbourne Airport, it shows that Melbourne Airport experienced a steady financial increment year by year. The figure shows that the income of Melbourne Airport rose by 239 percent, the number of passenger saw a modest growth at 62 percent, and there are more aircraft movements during the surveyed period (increase by 28 percent). Analysis of the General Purpose Financial Reports suggests that Melbourne Airport began to pay income tax nine years after its privatization.

In 2005, Australia employed the international accounting regime around the country. The revenue statement is able to record the increment in the fair value of investment properties. In 2007, Melbourne Airport implemented this rule. Interestingly, from the year of 2007 to 2010, this rule had made great contribution for Melbourne Airport by growing 77million Australian Dollars in the retained earnings. Comparing with Melbourne Airport, Sydney Airport did not choose this accounting option, so it was a pity that it did not gain the earnings.

Since being privatized, Melbourne Airport has performed better and better in generating net cash year by year (Aulich. C & Hughes. M, 2013). The reducing financial burden may contribute to this positive news. After the comparison and analysis, it seems that the financial performance of Melbourne Airport does a good job and shows its suitable control on debt. Furthermore, the board is also responsible for managing the organizational operation.

Therefore, the example of Melbourne Airport presents the effectiveness of financial performance of companies under private ownership, even though it does not mean the private sector is better than the public sector. At the same time, it corresponds with the assumption by some in government that the private sector would operate the airports more efficiently.

Conclusion
In short, financial data is widely used to monitor the financial performance in the private sectors. This essay has discussed some sound financial measures such as independent financial audit, interim financial statements, grant application, “trend or other reports that includes the required and any supplemental financial statement measures, financial statement and trend report comments” (Zellweger. T et al, 2006), which can offer a whole drawing of the financial condition of the privately-owned organizations. Moreover, although the mode of privatization needs to be carefully considered in the future arrangements, the example of the privatizing airport might be considered as a potential ownership structure. “The governing board should evaluate progress for each of these financial statement measures on a monthly and annual basis along with any other measures it chooses to review”(Fishel. L, 2012).

References
Aulich, C. & Hughes, M. (2013) Privatizing Australian Airports: Ownership, Divestment and Financial Performance. New York: Springer Science and Business Media.

Bertonèche, M. & Knight, R. (2001) Financial Performance. Oxford: Boston Butterworth-Heinemann.

Fishel, L. (2012) The Health Center Program Governance Requirements: Governing Board Responsibilities and How to Do Them. Bethesda: National Association of Community Health Centers.

Shen Yuchu et al. (2005) Hospital Ownership and Financial Performance: a Quantitative Research Review. Cambridge: National Bureau of Economic Research.

Zellweger. T et al. (2006) Financial performance of privately held family firms. Switzerland: Alexandria Research Platform.

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